Conflict and its management

CONFLICTS IN THE WORKPLACE

Key elements for management

Agenda

General presentation

Key elements

Common context

Closure

Call to action

General presentation

What do I see?

Who are we?

Name Role

Objetive

Recognize the key elements of conflict in our own professional situations to manage conflict assertively.

Work methodology

• Learning by doing
• Sprints
• Analysis and sharing
• Formats
• Indivudal / Group

COMMON CONTEXT

Framework

What is a conflict?

Group / Individual

Ideas

Perspectives

Highlight

Assemble

Key Elements

Group / Individual

Structure

Attitudes Emotions Needs

Phases

Assemble

B Behavior Outside

Structure:

C Contradiction Between

A Attitudes Inside

Attitudes:

Collaboration

Competition

Accomodation

Avoidance

Conflict resolution

Phases

Manifest Conflict

Triggering

Latent Conflict

Pre-conflict

Assemble

• Watch a video with a conflict situation.
• Identify the elements of the conflict.
• Read a case of study.
• Analyze the case.
• Share with the group

Call to action

• Recognize a conflict situation of their own.
• Identify the elements of the conflict.
• Make an analysis of the situation.
• Identify possible solutions.

Closure

What did I not know about conflict? What did I learn?

What did I know about conflict?

What actions can I take?

Cicle

What is happening?

How do they feel?

What do they think?

• Conflict is inherent to human beings; it's not negative in itself, but rather can be a generator of positive change, all depending on how it's approached.
• Situation in which two or more people, or groups of people, perceive needs, interests, or values as seemingly incompatible, which can lead to tension, disagreements, and confrontations.
• It is characterized by:

1. Being relational.
2. Made up of structural and psychological components.
3. Diverse typologies of conflicts.
4. It can be transformed.

Let´s put together

• Your ideas
• New perspectives

What do you think now?

Attitudes

• The motivational aspect.
• How the parties in a conflict feel and think.
• How they perceive the other side.
• How they view their own goals and the conflict itself.

Behavior

• The objective aspect.
• How the parties act during the conflict.
• Do they seek common interests and creative and constructive action, or do they try to harm and cause pain to the other?

Contradiction

• The subjective aspect.
• The parties often differ in their perception of what the contradiction or root of the conflict is.
• In many cases, such issues are complicated and hidden, as the parties and actors in the conflict prefer to focus on attitudes and behavior, both their own (which is generally self-perceived as positive) and that of the other (which is usually described as negative)."

Emotions

Needs

Behind an emotion there is always a need.

Pre-conflict

• Factors that precede a conflict.
• Can be individual, group or contextual.
• Prior situations.
• Determined by the construct of ideas and thoughts (the way we perceive reality).

The conflict has not been perceived.

Latent Conflict

• The individual identifies the situations that cause them tension, but no behavior has been displayed or expressed.
• It begins in an intrapersonal way, due to the individual's perception of the situation

The conceptualization of the conflict situation begins.

Triggering

The existence of the conflict becomes conscious, but it is not yet externalized.

Manifest Conflict

• Expressed behavior of nonconformity /disagreement is manifested.
• The conflict has induced an expressed behavior in which one of the people manifests their disagreement.

It is a crucial moment for anassertive resolution.

Conflict resolution

• Moment to intervene to mediate and manage the conflict.
• Intervention is essential for providing a solution, as is the management of the conflict.
• It involves applying containment strategies that include analysis of the real and subjective situation related to what is perceived in order to mediate and resolve the case.

The conflict is happening it is crucial to intervene and manage.

Reference

• Budjac, A. (2011). Técnicas de Negociación y Resolución de Conflictos. México: Prentice Hall. [Versión en línea] Recuperado de https://www.carec.com.pe/biblioteca/biblio/5/79/Libro%20pensamiento%20sist%C3%A9mico%20y%20negociaci%C3%B3n.pdf Fernández, M. (1986).
• Génesis y dinámica del conflicto laboral: aportaciones a un modelo multidimensional y sistémico. Journal of Work and Organizational Psychology, Vol. 2. Núm. 3., pp. 10-26. [Versión en línea] Recuperado el 20 de marzo de 2020 de https://journals.copmadrid.org/jwop/art/a7aeed74714116f3b292a982238f83d2 Ingenia, S.A. (2008).
• Manual Resolución de Conflictos y Toma de decisiones. Murcia, España: Escuela de Administración Pública. Recuperado de http://www.carm.es/web/integra.servlets.Blob?ARCHIVO=0-2799_Resoluci%F3n%20de%20conflictos%20y%20tomas%20de%20decisiones.pdf&TABLA=ARCHIVOS&CAMPOCLAVE=IDARCHIVO&VALORCLAVE=33422&CAMPOIMAGEN=ARCHIVO&IDTIPO=60&RASTRO=c$m2813,15012,15013